Download Full Range Leadership

Full Range Leadership
Overview
• The Concept of Full Range Leadership
• Elements of FRLM
• Applying FRLM
The Concept of FRL
• FRL involves a wide variety of behaviors
– What is displayed depends on the situation
– One way to visualize the behaviors is through the
Full Range Leadership Model (FRLM)
• FRLM developed out of a long line of theories
– Early theories focused on particular leaders
• Encouraged people to mimic traits
– Problematic because traits might not fit your
personality
The Concept of FRL
• FRL solves issues that arise in dynamic
environments
• Particularly helpful in the military
– Illustrates behaviors needed to accomplish mission
Elements of FRLM
Elements of FRLM
• There are three main elements of FRLM
– Laissez-faire
– Transactional
– Transformational
• Progressing through elements
– Represents an increasing impact on performance
– Not a continuum from bad to good
Laissez-Faire (LF)
Hands-Off Leadership
• Represented by absence of action or abdication
of command at times
• The leader tends to:
– Be disconnected from mission
– Cause frustration in subordinates
– Show a lack of control
• Creates a chaotic environment
• This behavior should be avoided
Transactional Leadership
• Focus is more on day-to-day workings rather
than inspiration of subordinates
• Contract between leader and subordinates
• Two methods
– Contingent Reward
– Management by exception
Contingent Reward (CR)
• Typical of the everyday interactions at work
• Accomplish the task and receive a reward
– Rewards can be tangible and less tangible
• Time off, recognition, and praise
• Understanding motivation is critical for using
CR
– If it doesn’t motivate, it isn’t a reward
Management by Exception (MBE)
• Focus is less on relationship and more on
correcting deviation from standard
• Corrections are more reactive than CR
• Two forms of MBE
– Active
– Passive
Management by Exception
• MBE-Active (MBE-A)
– Leader constantly monitors performance
– Focus is more on mistakes and failures
• MBE-Passive (MBE-P)
– Most reactionary form of MBE
– Leader waits for things to go wrong
– Constantly putting out fires
Transformational Leadership
• Focus becomes motivating/inspiring followers
• Four types of transformational leadership
– Idealized influence (II)
– Inspirational motivation (IM)
– Intellectual stimulation (IS)
– Individual consideration (IC)
Idealized influence (II)
• Leader is a role model
– Actions and attributes are important
• Actions align with Core Values
• Attributes drive subordinates to emulate leader
– Dedication to mission
– Persistence
– Courage
Inspirational motivation (IM)
• Leaders inspire and motivate subordinates
• Articulation of vision and expectations is key
• Subordinates gain confidence, and have a
sense of purpose
– Important for people to have a sense of mission
– Must know where they fit into the bigger picture
Intellectual stimulation (IS)
• Leader stimulates creative thinking
• Questions established procedures
• Pushes subordinates to think about new
solutions
– Must be willing to accept risk and failure
• Improved ownership of the process increases
performance
Individual consideration (IC)
• Aimed specifically at subordinate development
• The leader promotes self development
• Two way discussion is encouraged
Applying FRLM
• FRLM is NOT a continuum from bad to good
• Different circumstances require different
behaviors
• You might utilize several behaviors in one day
or at the same time
• Blending and emphasizing behaviors is critical
to success
Summary
• The Concept of Full Range Leadership
• Elements of FRLM
• Applying FRLM